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Valuing the "Value Stream" | Keynote | AGILE GURUGRAM 2018 | 23 - 24 March

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KEYNOTE SESSION
Valuing the "Value Stream"

SESSION OVERVIEW
Value Stream is not an area of focus for many Agile teams. Many teams build a simple Task Board that reflects a simple SDLC or worse, to visualize Value Streams. Unfortunately, such Boards hide more than what they reveal. In this talk, we will discuss how Value Stream visualization is an absolute first-step towards giving you insights into your process. When it is done correctly, it can give significant insight into your Continuous Improvement cycle. Value Stream analysis can prevent you from being misled by system metrics. We will discuss various Value Streams and specifically, the importance of Upstream Value Streams.

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Valuing the "Value Stream" | Keynote | AGILE GURUGRAM 2018 | 23 - 24 March

  1. 1. 24-Mar-2018@sudiptal 1 AGILE GURUGRAM 2018
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  8. 8. 3/29/2018 8
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  12. 12. Table: Grouping Products or Services Into Families Product/Service Process Step 1 Process Step 2 Process Step 3 Process Steps 4, 5, 6… A X X B X X C X X X D, E, F… 24-Mar-2018@sudiptal 12
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  15. 15. http://blog.xebia.com/sharing-your-task-board-across-the-globe/ 24-Mar-2018@sudiptal 15
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  17. 17. The confusion… When does it make sense? When does it NOT make sense? 24-Mar-2018@sudiptal 17
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  24. 24. Objective of EPIC Value Stream: 1. Ensure that groomed stories are available for the Sprint, with full functional and technical clarity 2. Recognize that this takes time – 6-8 weeks; Hence, this needs to be ahead of the Sprint by 3-4 Sprints 24-Mar-2018@sudiptal 24
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  27. 27. …. and that is a good thing! This is the “onion” effect… It shows “team” empowerment is happening! 24-Mar-2018@sudiptal 27
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  29. 29. https://danielmiessler.com/projects/concepts/theory-of-constraints-toc-cycle-value-generation-partners/ 24-Mar-2018@sudiptal 29
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  33. 33. 24-Mar-2018@sudiptal 33 Do you see an anomaly?
  34. 34. Design is not your constraint! “Functional Automation” is the bottleneck here! “Coding + Junit” is the bottleneck here! 24-Mar-2018@sudiptal 34
  35. 35. ~ 90 ~ 40 24-Mar-2018@sudiptal 35
  36. 36. Functional Automation is not a constraint! Dev Complete seems to be the constraint now; Coding+Junit has a uniform WIP! But this is a waiting lane… so, the real constraint is the cadence mismatch between upstream and downstream, relative to this stage! That’s the TOC effect…! 24-Mar-2018@sudiptal 36
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  38. 38. 29-03-2018 38
  39. 39. 29-03-2018 39 • Entry level canned problems • Tech Support • Elevated Tech Support • Advanced problem solving analysis • Zen Master Tech Support • Experiments and tests • Computer is deleting files and sending mails to everyone! Everyone knows! Experts knowWe will know in hindsight No one knows!
  40. 40. 29-03-2018 40 • You are now following the SOP! Refer Sec 4.1.2 • I know that they want; trust me (I am an expert) • We should ask the users and try some things out! • There’s no time; give me absolute control • Follow orders
  41. 41. 29-03-2018 41 • Routine projects • Low risk; high predictability • Challenge: improving productivity and quality • These are projects that are an extension of current team’s capabilities/expertise • Experts can assess the uncertainty • Risks can be managed collaboratively with the customer • Small iterations with continuous feedback critical to their success • Projects with large uncertainty, including the market • True innovation projects • Lean startup approach • Uncertainty about both the value of the project and how it will be delivered/executed • Human and technological uncertainty • E.g., large projects with substantial re-architecting of the existing infrastructure or capabilities
  42. 42. 29-03-2018 42 • Mura and Muri present in Simple systems will respond with Kanban thinking • VSM/Kanban will reveal problems that you can respond with Kaizen process • May need multiple dependent Kanban systems • Process improves incrementally • Use visualization and metrics to reflect on outcomes • Reduce complexity • Allow new models to emerge • Implement feedback loops • Adapt the system to emerge new behavior • VSM/Kanban unlikely to work well in this domain Software Systems
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  46. 46. 24-Mar-2018@sudiptal 46 Waiting Waiting WaitingWorking Working WaitingWorking Test Ready F E I G D GY PB DE MN P1 AB Ideas Dev Ready 5 Ongoing Development Testing Done 3 35 UAT Release Ready ∞ ∞ Low flow efficiency means that most of lead time is influenced by environmental factors that are unlikely to change soon Customer Lead Time In a low flow efficiency environment, focus on eliminating/reducing the “Waiting” time; not on estimation! As a result, lead time is not very sensitive to the size or complexity of a single work item, or to the specific people involved or their individual capabilities 46
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  50. 50. “Absorb what is useful, discard what is useless and add what is specifically your own” Bruce Lee

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